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The Role of Total Quality Control (TQC) in the Technical

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Journal of Social Sciences (COES&RJ-JSS)
ISSN (E): 2305-9249 ISSN (P): 2305-9494
Publisher: Centre of Excellence for Scientific & Research Journalism, COES&RJ LLC
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Online Publication Date: 1 July 2017
Online Issue: Volume 6, Number 3, July 2017
https://doi.org/10.25255/jss.2017.6.3.656.665

The Role of Total Quality Control (TQC) in the Technical

Dr. Sana’a Nawaf Al-Nsour1, Ahmad Ali Khalefah Al-Zoubi2,
Dr. Bilal Ali Yaseen Al-Nassar1, Dr. Feras Ali Alzu'bi1
1
The World Islamic Sciences and Education University (WISE), Amman, Jordan
2
Al-Balqa Applied University (BAU), Jordan

Abstract:
In the current times, quality is the key word in industries, government and public agencies,
often in the concept of total quality or total quality control. The proliferation of Total
Quality Control (TQC) has produced a debate. The debate lies between the argument of
TQC advocates, who consider it as a distinct and effective method to improve
organizational performance, and those who just consider it as another organizational fad.
The controversial debate pits TQM advocates against expert scholars who are well-
informed of the TQC root methods. More specifically, TQC advocates make use of TQC
to develop a position upon which they can scrutinize academic work by failing to examine
the concept thoroughly despite the fact that academicians should be able to understand the
concept deeply more than advocates, as TQC makes use of technical methods that scholars
have been examining for many years. The aim of the present study was to arrive at the
common TQC understanding in the technical.

Keywords:
Total Quality Control, Quality Control, Total Productive Maintenance, Technical.

Citation:
Al-Nsour, Dr. Sana’a Nawaf ; Al-Zoubi, Ahmad Ali Khalefah ; Al-Nassar , Dr. Bilal Ali
Yaseen ; Alzu’bi , Dr. Feras Ali (2017); The role of Total Quality Control (TQC) in the
technical; Journal of Social Sciences (COES&RJ-JSS), Vol.6, No.3, pp:656-665;
https://doi.org/10.25255/jss.2017.6.3.656.665.

This work is licensed under a Creative Commons Attribution 4.0 International License.
Journal of Social Sciences (COES&RJ-JSS), 6(3), pp. 656-665

Introduction
In the current times of commercial activities rife with competition and devoid of borders,
firms have to consistently improve their performance towards enhancing their
productivity, quality and delivery. In the dynamic and technologically driven markets,
firm should not depend on a few fundamental skills to develop and survive. They have to
exert effort to create a group of core competencies (Prahalad& Hamel, 1990) in order to
establish a well-balanced business operation.

Successful organizations have been noted to employ improvement programs on the basis
of a management paradigm like total quality control (TQC), total quality management
(TQM) that originates from the initial just-in-time paradigm (JIT). Moreover, total
productive maintenance (TPM) has increasingly spread throughout different countries
around the world. However, the concepts and methods adoption obtained from one
paradigm may not be as effective in producing improvements and innovations that are
needed in the present market to guarantee business survival and growth. In the present
paper, the researcher promotes the merits of the adoption of a combined approach in an
effort to develop the expansive set of organizational capabilities that organizations are
required to have to establish well-balanced businesses.

After the Second World War, the quality control movement began in Japan and has
become successful as one of the main factors that propelled Japan as one of the world
leaders in the manufacturing production processes. Towards the 1970s, Japan successfully
went head to head with the major industrialized countries following its rapid recovery
from the Oil Crises of the 1970s, with other industrial countries remaining in limbo and
wondering at Japan’s secrets of success. In the continuous de-industrialization of the U.S.,
the industrial restructuring of Australia, faced by the global economic pressures, the
Japanese way of using quality programs were extensively viewed as the solution to the
perceived loss of industrial competitiveness. Nevertheless, the successful launching and
adoption of Japanese methods in the West as total quality management (TQM), and it has
retained its position as a highly debatable and contentious issue, receiving both praise and
criticism for its failure (Basu, 2001).

The present paper is organized in the following way for easy understanding; Section 1
contains the introduction of the paper section 2 provides the overview of quality control.
This is followed by section 3 that contains a comparison between TQC and TPM
paradigms. In section 4, the paper provides a description of the training programs of
quality control and total quality control, while section 5 details TQC and technical aspects.
Lastly, section 6 contains recommendations for future work.

Overview of Quality Control

In 1943, Bridgestone launched the statistical methods of quality control and by 1952,
following the establishment of Japan Union of Scientists and Engineers (JUSE), the
employees started taking part in Quality Control (QC) seminars. By 1957, QC Sections
were set up at the plant level, and in 1964, TQC was launched under the Deming Plan
Activities – a plan for pursing extensive organizational improvement (taishitsu kaizen) and
to shift from management by the founder to organization-based management. After four
years, Bridgestone obtained Japan’s premier quality prize in 1968, the Deming Prize. The
following year, Bridgestone introduced an extensive IE (Industrial Engineering) program
throughout the company and Mandel, an IE expert from the U.S. was invited to give a

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 The role of Total Quality Control (TQC) in the technical

lecture at the company along with two American QC experts Juran and Deming, in 1969
and 1970 respectively. IE training courses were also initiated and expanded by the mid-
1970s through the addition of advanced, specialized courses and supported by
improvement technique courses on a group-wide basis, in collaboration with other
companies in the 1980s.

Following the above developments, 1982 heralded the launching of the Deming Plan
Renewal that concentrated on the integration of quality control activities as a part of day-
to-day work. In addition, a campaign that advocated to half inventory was adopted in
preparation of introducing the TPM program in 1986. This is followed by the introduction
of the Zero Quality Defects (QZD) program in 1988, which coincided with the 20th
anniversary of the company that worn the Deming Prize. In 1994, the P150 campaign was
introduced – a company extensive effort that worked towards enhancing productivity by
50% over three years. However, the perceived negative effects of concentrating solely on
productivity led to the renaming of the campaigning to PQS150, with (P) standing for
productivity (gains to be anchored with maintenance/improvement of quality (Q) and
standards of safety (S).

In 1994, the Hikone Plant became the first Japanese plantthat were ISO9002 accredited
but the plants use of the QC/TQC consultant was maintained twice yearly (Dale, 1991).
This was attributed to the argument that the high level of QA/QC activities were difficult
to maintain by depending on the factory’s own resources and thus, a consultant’s support
and advice were valuable. Managers, foremen, supervisors, and engineering staff attended
the meetings and novel programs were introduced, while old ones were made obsolete.
Following the TQC adoption in 1964, the company launched IE in 1969, followed by
TPM in 1986 and the programs were implemented aligned with new and old programs,
supplemented by training programs that were extended and upgraded over the years.
Through the years, the Hikone Plant became the recipient of the Director of the Trade and
Industry Bureau’s Prize, the Director of the Industrial Science and Technology Agency
Prize and the Minister’s prize for Excellence in the Industrial Standardization, in 1985,
1988 and 1992 respectively. In 1990, the factory also received the Japan Plant
Maintenance Association Prize (Barnett, 1991).

In the ensuing years, particularly, mid-1996, the factory made a TQM declaration and
adopted activities to support management’s exploitation of the knowledge and technical
capability gathered in the prior TQC phase and by 1998, it inaugurated TQM activities as
the TQM Promotion Office introduced the SZD Renaissance initiative to leverage the
strengths and rectify the weaknesses of the prior initiatives undergone from 1988-1992.
The corporate TQM Promotion Office (TQM Shuishinshitsu) published a 54 paged SZD
Renaissance Guide and by 2000, another significant review and update of QA procedures
and documentation was conducted. In 2001, Action QS21, under the subtitle Quality
Spiral-Up Program, included all workers from the Technical Center and from the
factories. On the basis of process improvement that advocates the achievement of quality
improvement, the program primarily concentrated on the reformation of attitudes,
enhancement of work techniques, and adopting and using tools required for the
optimization of the company processes.

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Journal of Social Sciences (COES&RJ-JSS), 6(3), pp. 656-665

TQC and TPM Paradigms

With the popularity and extended use of TQC and TPM paradigms throughout different
industries, the comparison between the two has been explored throughout the years. For
instance, Miyake and Enkawa (1997a) noted that the two paradigms co-existence has led
to the controversial premise that one is redundant or against the other, and hence, they
may have mutual exclusivity.

Other related studies like Senju (1988, 1989, 1992), Akaoka (1992) and Ogake (1995)
conducted an analysis of the TQC and TPM characteristics by comparing their relative
strengths and weaknesses. According to the authors, the combined approaches work
towards attaining improved overall performance as they complement each other.
Moreover, the characteristic features of each were highlighted in general terms rather than
in explicit analytical structure.

Furthermore, Kato (1988), Kouchi (1988), Takada (1988), Ikezawa, Ozawa, Oyaizu and
Nohmaru (1989), Katsuta (1989), Munekata (1989), Ohwada (1989), Oochi (1990),
Sugaya (1990) and Yokomatsu (1990) are other studies that examined the theme, within
which they brought out actual evidence from practitioners who attempted to combine the
two approaches in Japanese manufacturing plants.

In more recent studies, the use of analogous strategies by Japanese manufacturers was
examined like Harris Ireland (McAdam&Duffner, 1996), Waterville TG Inc. in Canada
(Bea, 1995) and of Brazil (Mirshawka, 1997). These studies indicate that alignment
between TQC and TPM as an arising trend among the various industries throughout the
globe. Nevertheless, the studies limitations lie in their demonstration of single cases in a
narrative manner, indicating the lack of a structured comparative discussion of the
paradigms and a clear elucidation.

This work intends to fill the gap in literature by developing a structured comparative
analysis of the two paradigms in terms of qualitative and functional dimensions. This
necessitated the design of a frame of comparison to provide an overview of each subject
paradigm. The dimensions adopted in the frame include direction, domain,
communication, assurance of quality, management style, methodology, improvement
approach, diagnostic strategy, design and human resources. Each of the above mentioned
criterion was divided into objective sub-dimensions that could characterize both TQC and
TPM contents.

Therefore, both TQC and TPM were analyzed by highlighting their characteristic features
after which such features were noted and consolidated with the insights provided by
Enkawa (1995a), Miyake, Enkawa and Fleury (1995) and Miyake and Enkawa (1997a).
The features were revised and synthesized based on the frame developed to obtain the
constitutions of both paradigms, along with their similar and resembling issues.
In doing so, the aspects and approaches obtained from each one were pitted against the
elements of the other and it indicated that the concurrent use of both could lead to the
following;

1. The use of both TQC and TPM is based on some similar objectives, with none of each
of the paradigm’s features overpowering the other in light achievement. Each of them is
more powerful in the pursuit of both. In relation to this, the sufficiency of the relative

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 The role of Total Quality Control (TQC) in the technical

strength to the firm’s needs may differ as time passes and therefore, the use of both allows
their strengths to be leveraged, achieving a maintained enhancement of firm
competitiveness.
2. Exclusive elements have also been noted in both paradigms that drive the achievement
of distinct objectives. Therefore, their combined use could develop combined set of
capabilities that is extensive compared to the set focused by individual paradigms.
Therefore, the combined use of both allows a more extensive competitive pattern.

Training Programs of Quality Control and TQC

In Japan, a significant part of quality control is evidently the expansive utilization of QC
training courses that forms a part of more general in-house training programs. In this
regard, training is provided throughout the tenure of the employees in the company, with
most of them hired following their graduation from school/universities and they stay until
retirement. The courses focused on distinct employees that are evaluated based on
difficulty level of training (Ishikawa, 1989). Training includes training in quality control,
coupled with an extensive array of courses that are focused on specific employee category,
after which they obtain grades based on the difficulty level.

According to Ishikawa (1989), all employees should know statistical methods and
hedistinguished between three main education levels and training (i.e., basic, intermediate
and advanced). More specifically, basic courses are provided to top and middle
management and operators for the creation and understanding of the QC importance and
fundamental understanding of the seven QC tools. On the other hand, intermediate courses
are provided to engineering workers and young assistant managers in operations, and
lastly, advanced courses are for selected specialist engineers and QC engineers. In each
level, it is assumed that the employee has mastered the preceding levels content. Ishikawa
(1989) also distinguished among eight employees’ categories based on quality related
training purposes.

Similarly, other Japanese researchers also emphasized on the importance of focusing on

and grading QC training courses. More specifically, Mizuno explained education and
training and its relationship to six groups of employees namely, top management middle
management and staff, QC staff, operators, administration/office staff, and R&D staff.
Despite their grouping together, the authors distinguished between the courses content for
middle management and general engineering staff. For middle management, Mizuno
included the quality control concept, control charts (less than 10% of the appropriated
time), statistical methods (15% of time), and the QC implementation (over half of the
appropriated time). And for general engineering staff, along with the above mentioned
four contents, Mizuno mentioned statistical methods testing, estimation, correlation
analysis and variance analysis, along with a fifth content, which is analysis and
experimentation.

Meanwhile, Asaka (1988) made a distinction between four employee groups based on
education and training in different development stages of QC system namely, introduction,
development and consolidation. As for the employee groups, they are four in number;
top/senior management, specialists, first-line supervisors and operators. He proceeded to
provide examples of course content for the second and third groups, wherein which
statistical methods and technical content are stressed.

660
Journal of Social Sciences (COES&RJ-JSS), 6(3), pp. 656-665

Furthermore, in-house training is reinforced by various courses provided by different

entities including, Japan Union of Scientists and Engineers (JUSE), Japan Standards
Association (JSA), Japan Management Association (JMA), and Japan Productivity Center
(JPC). Similar with in-house training programs, the courses are provided based on level of
difficulty and relevance to the employee categories. Several conferences, symposia and
seminars, both at regional and national level, are also held to provide exchange and
dissemination of QC information and learning. Added to this, different professional
journals also play a key role in education and training at the individual level.

More importantly, QC provided training courses have to be considered on the basis of an

extensive in-house program of training courses catering to the acquisition and honing of
job skills and management skills. In this regard, graded courses of technical scales are
provided to workers at each career phase, with some provided compulsorily and others
optional (Ishikawa, 1989). Aside from the scheduled training programs, specific training
courses are organized and provided aligned to the launching of novel
methods/machinery/equipment. Courses concerning management responsibilities and
techniques are provided to newly appointed management prior to occupying their
positions.

With regards to engineering staff, QC training appeared to be ad-hoc and haphazardly

provided. The quality-related staff was provided with a course in quality engineering or
the introductory course in QS9000, or similar training programs. It appeared that the
technical service staff was not as likely to be exposed to quality control courses. One
interviewee related that training staff depend on QC people to be completely trained and
that owing to the close work between TS and Quality Assurance (QA), TS staff had a
tendency to be exposed to the fundamental quality theory in order to be aware of the
principles it involves. Some years earlier, during the heavy promotion of quality,
everybody was exposed to courses but this was not enough to provide TS staff more than
the basics that they picked up while working with QA staff. Moving on to engineering
staff, it was unclear whether or not they were provided with organized training. Quality
related training generally meant quality circle training and other groups of employees
were trained on a simpler form of circle training. There was lack of systematic plan in
providing supplementary courses for those who were recipients of initial training in 1993,
and lack of provision of quality or quality circle for the new recruits.

TQC and the Technical .

QC approach among the Japanese companies is extensive and it calls for quality to be
considered at each manufacturing stage ranging from product development and design, to
purchasing materials (relationships with suppliers), engineering of production processes,
production, maintenance, sales and service and tackling complaints and returns of
products. Any weakness or fault in the system may backfire and manifest in the operation
stages, and as such, quality is only as strong as the weakest link in the chain.

However, the Japanese objective behind quality control was clearly to improve product
quality, with pursuit to enhance production process/system. The other company’s
operational aspects were important in as far as they influence in achieving this aim. For
instance, according to Mizuno, administration and management should take part in QC
although often times, they focus on enhancing their own areas, steering clear of carrying

661
 The role of Total Quality Control (TQC) in the technical

out considerable work in ensuring product quality – they merely provide documentation of
manufacturing standards or develop HR needed to guarantee quality (Mann, 1992).
Stated clearly, the role of non-production departments, like administration go only as far
as facilitating and supporting or sometimes, impeding production work – the focus is not
directed on their own business processes, with the exception of process change that would
bring about production of work.

Japanese do not pursue quality control in its exclusivity from other management
objectives (e.g., cost, meeting production schedules/productivity) rather the Japanese
authors indicated that the product itself narrowly defines quality, whereas the integration
of quality, cost and delivery/time management (QCD) is the more general definition of it
(Ishikawa, 1989).

Additionally, quality control and the production system, specifically the process control
(Kozo, 1990) is deemed to be interconnected and interdependent processes. For instance,
Mizuno claimed that quality encapsulates the physical and chemical properties of the
product along with the quality aspects linked with cost (yield, unit cost and rate of
operation). This indicates that the quality definition covers elements often deemed to be
forming process control.

Process control is defined by the Japan Management Association as the manufacturing of

products of a specific quality and quantity at a certain date (Tasugi& Mori, 1960, cited by
Kozo, 1990). Conversely, process control covers quality and this relationship is not a
complex one, explained by Kenji (2005) as the moving from inspecting out defective
products to building in quality, following that the production process has to have the
capability of delivering the expected quality.

Process analysis and control aims were clear in the work of key authors in the Japanese
movement. For instance, Ishikawa (1989) devoted two chapters to process analysis and
improvement and process control, involving more than just statistical process control or
the in or out of control of the process. Ishikawa (1989) further elaborated that the process
capability study is the fundamental platform upon which quality control is built on. He
stated that the quality determination and design, and process design planning and control
or management of machinery and equipment, process control and improvement, referred
to as the quality control processes, would be impossible if devoid of a thorough, robust
knowledge on process capability, upon which the present actual operating performance of
organizations is based (Hashimoto, Juro, Hasegawa & Hideaki, 2005).

This was supported by Mizuno, Chou and Inouye (1984) and Skinner (1988) who
elaborated on process analysis and process planning, control and improvement.
Meanwhile, Asaka1988, provided the collection and collation of data, correlation, process
analysis, experiments design, inspection and quality assurance with robust statistical
content, while Mizuno 1994, focused on quality control aspects relating to senior and
middle management role, and the activities of QC in different departments, with specific
focus on organizational planning.

Mizuno et al. (1984) also focused on issues concerning quality control allocation of
responsibilities across the organization, policy deployment and management control as
opposed to abstract leadership notions. They laid emphasis on statistical analysis and

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Journal of Social Sciences (COES&RJ-JSS), 6(3), pp. 656-665

refuted the premise that statistical quality control (SQC) is obsolete and TQC has replaced
it.

According to them, there are some cases with the administration work involving only the
preparation of documents and paper work, devoid of any analysis and other issues that
require statistical techniques based on the shift from statistical quality control to TQC. The
use of such statistical methods however, is still significant in TQC (Mizuno et al., 1984).
In the recession year of 1991, the Hikone plant was the host of the company’s global
Deming Plan Presentation Meeting that was attended by quality teams around the globe.
By 1992, the Federal Government’s Best Practice Workplace Reform program was
utilized to recruit consultants to assist in developing self-managed work teams. Only one
remained in operation by 1996 despite the attempt to launch such teams. When the plant
was only in operation 4 days a week in 1993, workers got paid full due, with Fridays used
for quality concept training. Tools and their practical applications were introduced in
quality circle activities. However, the peak of quality circle activities declined from over
20 circles in 1995 to 7 circles towards the end of 1995, and only 2 by the middle of 1996.
Although such difficulties arose, the plant still maintained a good successful record in its
pursuit of quality accreditation and activities. The company was the recipient of Ford
Q101 rating in 1989, and Ford Q1 rating in 1990, and the plant was awarded an A rating
by the United Australian Automotive Industries (Sohal, Samson & Ramsay, 1994), and it
received the Toyota Supplier of the Year Award. Finally, in 1993, it was accredited with
AS3901/ISO9001, making it Bridgestone’s worldwide operation to do so. After being the
recipient of the Certificate of Merit in 1993, it won the industry award, FCAI Supplier of
the Year Award in 1994 (Schonfeld, Sheehan & Steinhardt, 2005).

The plant conducted major upgrades to its quality system in 1996 in order to meet the
QS9000 accreditation criteria and at the same time, it was in pursuant of the P150 program
that was a global program adopted by the parent company to enhance productivity by 50%
in every facility over three years (1995-1997). It received its QS9000 accreditation by
1997, and it became the first plain in its industry in Australia to be so, similar to being the
first of the company’s worldwide operation to obtain ISO9001. From the reviewed
Australian case studies, this company appeared to be the most advanced in light of
practical, operating quality system.

Conclusion
TQC is entirely using common sense and transforming it into practice as the Japanese did.
They managed common sense, forced it and implemented it systematically. A western
saying states that common sense cannot be taught, and the Japanese that just proved it
wrong. In terms of TQC, nothing new and revolutionary was discussed, but the difference
lies in the fact that the West talks about TQC, while the Japanese practice it. Successful
Japanese companies may not only be attributed to their technology, sophisticated
equipment, work methods and rate of work.

It is important that for an organization to improve its performance and competitiveness, it

should concentrated on production technology advances and improvement of product
quality. In other words, the competitiveness of businesses largely hinges on whether or not
it can provide superior quality/services, and in relation to this, Chinese enterprises have
several weaknesses. This necessitates the need to develop and set up a scientific, rational
and effective quality management system and to boost TQC implementation. Management

663
 The role of Total Quality Control (TQC) in the technical

should be centered on people and a scientific way of managing in using mathematical

statistical methods in order to realize a combination of anti-inspection.

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